Book description
How-to guidance for optimizing incumbent technologies to deliver a better product and gain competitive advantage
Their zip codes are far from Silicon Valley. Their SIC codes show retail, automobile or banking. But industry after industry is waking up to the opportunity of "smart" products and services for their increasingly tech-savvy customers. Traditionally technology buyers, they are learning to embed technology in their products and become technology vendors. In turn, if you analyze Apple, Google, Amazon, Facebook, Twitter and eBay, you marvel at their data centers, retail stores, application ecosystems, global supply chains, design shops. They are considered "consumer" tech but have better technology at larger scale than most enterprises. The old delineation of technology buyer and vendor is obsolete. There is a new definition for the technology elite - and you find them across industries and geographies. The 17 case studies and 4 guest columns spread through The New Technology Elite bring out the elite attributes in detail. Every organization will increasingly be benchmarked against these elite - and soon will be competing against them.
Contrasts the productivity that Apple, Google and others have demonstrated in the last decade to that of the average enterprise technology group
Reveals how to leverage what companies have learned from Google, Apple, Amazon.com, and Facebook to your company's advantage
Designed for business practitioners, CEOs, CFOs, CIOs, technology vendors, venture capitalists, IT consultants, marketing executives, and policy makers
Other titles by Vinnie Mirchandani: The New Polymath: Profiles in Compound-Technology Innovations
If you're looking to encourage technology innovation, look no further. The New Technology Elite provides the building blocks your company needs to become innovative through incumbent technologies.
Table of contents
- Cover Page
- Title Page
- Copyright
- Dedication
- Contents
- Preface
- Acknowledgments
-
Part I: The Convergence of Technology Production and Consumption
-
Chapter 1: The New Monday Morning Quarterback
- The Monday Morning Letdown
- TAF—The Technologically Advanced Family
- BYOT—Bring Your Own Technology
- New Form/Factors in Every Product
- Not Just “Smarter” Products, also “Smarter” Services
- So, the Genie Grants You Your Smart Product Wish
- Conclusion
- The DIAD
- The Green Initiatives
- The UPS Store
- The Industry Solutions
- What If UPS Were a “Full Technology Company”?
- Chapter 2: The “Industrialization” of Technology
- Chapter 3: From Amazon to Zipcar: No Industry Untouched
- Chapter 4: Australia to Zanzibar: No Country for Old Products
-
Chapter 5: Convergence, Crossover, and Beyond
- The “Buyor” Phenomenon
- It Helps to Start Early in Life
- Let's Not Underestimate—Switch-Hitting Is Not Easy
- The Need for a New Breed of Ambidextrous Technology Executives
- Another Model—Bypass IT When It Comes to Product/Growth Initiatives
- Enterprises Have Poor Track Record with Technology
- Crossover Executives
- Beyond Ambidexterity
- Conclusion
- Perspective 1: Tony Scott (CIO, Microsoft)
- Perspective 2: Vijay Ravindran (Chief Digital Officer, The Washington Post Co.)
-
Chapter 1: The New Monday Morning Quarterback
-
Part II: Key Attributes for the New Technology Elite: Three Es, Three Ms, Three Ps, and Three Ss
- Chapter 6: Elegant: In a World of Flashing 12s
- Chapter 7: Exponential: Leveraging Ecosystems
- Chapter 8: Efficient: Amidst Massive Technology Waste
- Chapter 9: Mobile: If It's Tuesday, It Must Be Xiamen
-
Chapter 10: Maverick: No Rules. Just Right.
- “40-Second Boyd”
- Maverick CIOs
- Maverick Technology Vendor Executives
- Maverick Technology Companies
- Maverick Technology Product Design
- Conclusion
- Saying No to 1,000 Things
- Popularizing MP3 Singles in Spite of the Music Industry
- An Ambitious Phone with Little Previous Phone History
- Signing Exclusive Multi-Year Deals with Carriers
- Contract Manufacturing Arrangement with Foxconn
- Investing in a Large Retail Operation
- The iPad Decision after Many Industry Tablet Failures
- Challenging Amazon in eBooks
- The Mind Games with Microsoft and Adobe
- Large-Scale Sourcing of Strategic Components
- Doubling Down on the MobileMe Failure
- Chapter 11: Malleable: Business Model Innovation
- Chapter 12: Physical: Why Test Driving Is Still Important Even in a Digital World
- Chapter 13: Paranoid: But Not Paralyzed
- Chapter 14: Pragmatic: When Attorneys Influence Technology Even More than Engineers
-
Chapter 15: Speedy: In a New Era of Perishability
- Time Really Hurries Faster These Days
- Rapid Product Iterations
- Rapid Change in Competitive Landscapes
- Volatile Demand Forecasting
- Moving from Physical to Digital Supply Chains
- Impact on Operations
- Conclusion
- Corning—An Impressive Institutional Memory
- The Missionary Selling and the Ramp-Up
- Gorilla Glass in TVs and Applications Beyond
-
Chapter 16: Social: Amid Chatty Humans and Things
- Super Bowl and Social Media
- Swag and Social Impact
- Dell's “Free-Range Marketing”
- IT and Brand Impact
- “Gamification”
- The Digital Crowd Queuing around the Block
- “Things” Can Be Social, Too
- Conclusion
- The Company
- Printers as Maligned Devices
- The Genesis Design Process
- The SmartSolutions
- The Social Product Launch
- Chapter 17: Sustainable: Mining the Green Gold
- Part III: Outside Influences on the Technology Elite
- Notes
- About the Author
- Index
Product information
- Title: The New Technology Elite: How Great Companies Optimize Both Technology Consumption and Production
- Author(s):
- Release date: March 2012
- Publisher(s): Wiley
- ISBN: 9781118103135
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